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WILLIAM K.

MURPHY
11 Hannah Court, Whitehouse Station, NJ 08889 (908) 500-2999 (C) wkmurphy@att.net

SUMMARY Executive level solutions oriented highly motivated PMI Certified management
professional with demonstrated success in reengineering business processes and maximizing the skills
of the resources to improve efficiency and productivity with key emphasis on infrastructure
management, billing and telecommunications. Background includes program and project management
of large-scale systems and product development teams. Using my strong interpersonal, conflict
resolution, problem solving and negotiation skills to be an innovative leader adept at recruiting,
building, training, mentoring, and coaching with teams to think creatively and design profitable
organizational changes.

EDUCATION
MA Administration/Supervision Degree - Kean University, NJ
BS Math/Education Degree - Seton Hall University, NJ
CERTIFICATION
Project Management Professional (PMP) -Certified through Project Management Institute (PMI)

PROFESSIONAL EXPERIENCE

ADP
MAJORS BUSINESS UNIT /COPORATE
PROJECT (PMO)/ACCOUNT MANAGER (2004- Present)
Coordinated the process of creating a sales automation process (eOrder/Salesforce).
• Identified and documented business and process improvements on using the tool across functional teams
which resulted in a decrease in the manual effort of creating orders by 80%
• Coordinate programming and infrastructure activities across the client community and development
teams
• Prepared, scheduled and delivered training to different user roles in the five pilot regions.
• Orchestrated the implementation and collaborated between multiple development groups, quality
assurance groups and sales.

SALES OPERATIONS/ GRAPHICS COMMUNICATIONS


SENIOR DIRECTOR
• Defined and lead process improvements to minimize administrative burdens on the sales reps for
Investment Companies’ teams. Resulting in 50% increased in productivity.
• Redefined the process to define the Roll Call Rules for closed sales and develop Investment Companies
sales. Resulted in a 25% increase in closed sales.
• Reengineered the billing and collections departments to maximize the efficiency of each of the Billing and
Collections associates by 40%.
• Identified and compared metrics to accurately measure performance and uncover process breakdowns
resulting in a 14% increase in productivity and 1.5% increase in accuracy of invoices in less than six months.
Additionally reduced the 60 days outstanding to less than 12%.

EUREKAGGN
DIRECTOR of Billing Operations
Built and led a team of professional analysts resulting in yearly revenue of over $30M.
• Implemented and conducted the merger of four different systems that included both data and
voice components into one within three months. Reducing the overhead to created invoices by 100%
• Interfaced with other B2B organizations to provide training to enhance performance while
adding new services to the existing system
William K. Murphy (908) 500-2999 (C) wkmurphy@att.net Page 2

THE BILLING COLLEGE


VICE PRESIDENT CLIENT SERVICES
Coached, recruited, interviewed, hired, trained and scheduled qualified instructors based on needs
of Domestic and Global clients.
• Assigned roles based on career development and project managed the creation of a new curriculum
for wireline and wireless courses. Resulting in a 60% increase in revenue.
• Lead the program efforts to edit and create a directory of services publications.
• Coordinated and managed the budgets for marketing opportunities, media events and trade shows.

AT&T
DISTRICT MANAGER, CHANGE MANAGEMENT
Directed a staff in coordinating the operational and site readiness of over 16 departments in 5
states to support the successful implementation of a universal platform for the customer to cash process.
• Created coordinated work plans for each organization that
enabled the project to be completed on schedule.
• Produced and conducted operational readiness surveys to identify gaps in the knowledge and
resources to support the change and developed action plans to close gaps.
• Redesigned the existing process, created and redefined the roles and responsibilities.
• Designed and presented a comprehensive training curriculum to train-the-trainer.

MANAGER, CONTRACT & OFFER, CONCEPT & FEASIBILITY


Analyzed existing capabilities and new service descriptions for a Business Integration team to be
included in the creation of a new process and system.
• Program managed a team to create an analogue of offers and services within the contract tariff base.
Decreasing backlog of offers by 50%.
• Created a
tool to maintain changes in contracts and communicate these to other members of the team. Decrease the number
of billing errors by 42%.
• Provided high-level estimates with recommendations for combining offers or suggestions to enhance
these offers. Resulting in a 63% increase in number of offers processed.

BUSINESS SOLUTIONS MANAGER


Program managed the development of solutions for numerous Outsourcing clients.
• Maintained full responsibility for establishing solutions by component and supplier by client. The
solutions netted to $8M in increased revenue.
• Created an automated process to identify all complex components and pricing structures as per
contract to support the numerous ventures.

IMPLEMENTATION MANAGER, Sweden


Directed the implementation of an international operations organization to support large European
business customers. Invoices were created in 11 different languages and in 9 different currencies.
• Identified and obtained the necessary resources and hardware support to successfully achieve the
production of all deliverables.
• Established processes to support the ordering, message investigation, invoice production, and
customer care processes. Including maximizing the skill sets of each of the resources.
• Created interfacing agreements with European distributors for gathering and delivering invoices in
multiple languages and currencies.

PROCESS MANAGER
Managed a cross-functional Process Management Operational Team. Pioneered the concept of process
management in the total billing arena. This total quality management model to support the ISO standards
is
being used as the prototype for other outbound processes. Resulted in reducing the delivery cycle from 22
days to 12 days.